Harrods Rewards

Tanglewood is a retail store known all over the regions and over seas. Each region enjoys its own culture and values, which distinguishes from others. The pattern and the process of Tanglewood has to be similar, however, internal department methods will run depending on the regions culture. On page 12 of the Tanglewood case book its states that “ If you tell someone exactly what to do, you’re only getting half an employee. If your given someone the space to make their own decisions, your getting a whole person”. I encourage this philosophy to be spread and worked with among all the regions. Tanglewood like other stores has the same tools, clothing, equipment, electronics and much more. These retailers have to be engage in both over seas out sourcing and off shoring by hiring high tech and talented, sufficient employees to deal with this globally and locally that will help Tanglewood reach and exceed competitive levels among others.

In this assignment I am going to evaluate the distribution systems in delivering goods and services for one of the well-known food sector business and that is ASDA. I am going to look at both the positive and the negative aspects of the distribution systems used and make recommendations for improvement with justified reasons

Customers get one point for every dollar they spend. Once a customer gets 300 points they get $10 off their next purchase.

Market players generally have a wide variety of potential customers, which considerably weakens buyer power. Although consumers in this industry may be loyal to particular brands or chains, loyalty to retailer brands is arguably less important than competitive pricing. Many supermarkets run rewards programs for frequent shoppers, such as Tesco’s ‘Clubcard’, and these schemes can help companies retain customers and reduce buyer power.

This assignment will be discussing about when I was working as a logistics manager for Morrisons and we will be talking about how Morrisons distribution system works and evaluating the system. Morrisons' market share as of August 2013 was 11.3%, making it the smallest of the "Big Four" supermarkets, behind Tesco (30.1%), Sainsbury's (16.6%) and Asda (16.4%), but ahead of the fifth place Co-operative Group, which had a share of 4.4% - http://en.wikipedia.org/wiki/Morrisons. There is currently 569 stores across the UK and this means that the distribution system must be effective and be able to deliver goods to the Morrisons stores in time.

My experience and passion to work behind the scenes of the world’s leading off-price retailer makes me a strong applicant. My work experience in the retail sector provided opportunities with assisting in receiving merchandise, inventory counts and processing products to make available on the sales floor. From this, I developed a curiosity about why and how specific products were being

Westminster Company is a giant Global manufacturer of health products whose brand has been recognized by the world. As the company they have three different operations which produce and distribute different product lines. Their main strategy on which they are working and which is a major success for them is decentralized management. Now they are re-evaluating their traditional supply chain strategy because the company is getting too much pressure from their large domestic’s customers and global customers. Now the company has to study on

Consumer today have a different expectation than a decade ago. Consequently, I believed if a Retailer want to be survive and thrive in the hostility of the today’s market, they must focus on all four of competitive priorities such as cost, quality, time, flexibility.

1.3 Physical Resources & Capabilities The ALDI brothers took over the family business of their parents in 1946. World wide expansion led to enormous growth. This comprises around 9800 stores (1000 to 1500 SQM each). The layout is simple with wide ails designed to refill shelves in the fastest, most convenient way {Brands, D. 2003}. They offer a small assortment of mainly fast-moving items (approximately 700 food – including a slim and organic line- and non food products). Small warehouses are located at the back of each store. Affiliates are equipped with limited technology such as intelligent cash systems high-end product concerning quality and price and bottle deposit machines. ALDI won the 2008 energy management award for great results in terms of cooling systems, illumination etc. Most stores have about 100 parking space and a shopping cart area near the entrance. ALDI has a long history which implies that they have gained great experience over the years. The location and layout of stores are designed to support fast and efficient supply and not especially aimed at customer needs. This is a weakness. Stores advantageously located as there are in convenient reach for consumers. Their product range is adapted to various consumer needs (organic, healthy living). The technological equipments are of high quality enabling fast operations at the checkout (ALDI’s staff are two times faster compared with other similar operations). This is

It takes a team of nearly 140,000 workers worldwide to deliver the merchandise that customers expect (Gap, 2001). The process begins with the product managers and graphic artists that design each season’s merchandise (Gap, 2001). Employees around the globe in Gap’s Sourcing and Logistics Group, along with buying agents place orders with third-party factories in

-For HomeHelp it is the opportunity to ally with Woodmere to create a time based logistics to improve product availability in stores while reducing overall inventory. By Allying with a furniture manufacturer we have

Even though direct competition has decreased, the tendency of retailers to get their products directly from manufacturers puts the company in a position of relooking its competitive edge as a distributor. The marketplace is shifting from an individuality to supply chain performance – the ability to meet end-customers needs through product availability and responsive and on-time delivery. Supply chain performance crosses both functional lines and company boundaries. Brunswick must change their way to fill customer orders faster and more efficiently than the competition.

Hennes and Mauritz AB is a Swedish retail-clothing company, which has expanded enormously in the past years. H&M has grown from one single store in a small town in Sweden to a multinational ranked as the second largest global fashion retailer with its 3,600 stores in over 58 countries and $22 billion in annual sales (The World’s). This incredible story of success makes us wonder about their strategies and how they managed to get where they are today.

2. The reason of why distribution is such a key element of IKEA’s value chain.. 2

NOEL LEEMING is the fore runner in consumer electronics and appliances retail in New Zealand. There are about 90 stores all over New Zealand. The company has different kinds of business under their hat like B2C and B2B. They have a wide range of products with well-known brands and offer a best price, which attracts the customer and this is the reason they keep going back to them. They have over 100 years’ experience in retail and have created a value for the brand NL. Now the Warehouse group has acquired the Noel Leeming Group, which has now made the the largest retail group in the country. They are well known for their after service and open learning, which is now their USP. Noel Leeming also made their mark